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      • September 1998 (Revised May 1999)
      • Case

      Arnold Communications

      By: Teresa M. Amabile and Jeremiah Weinstock
      The new owner and CEO of Arnold Advertising, a relatively small regional agency, aims to build it into Arnold Communications--a much larger, stronger firm competing successfully for national accounts. As part of this growth strategy, the agency develops a process for... View Details
      Keywords: Management Practices and Processes; Creativity; Entrepreneurship; Advertising; Business Processes; Brands and Branding; Growth and Development Strategy; Advertising Industry
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      Amabile, Teresa M., and Jeremiah Weinstock. "Arnold Communications." Harvard Business School Case 899-083, September 1998. (Revised May 1999.)
      • September–October 1998
      • Article

      How to Kill Creativity

      By: T. M. Amabile
      The article addresses the topic of business creativity, its benefits, and how managers can inspire it. The author's research shows that it is possible to develop the best of both worlds: organizations in which business imperatives are attended to and creativity... View Details
      Keywords: Creativity; Situation or Environment; Motivation and Incentives; Organizational Culture; Management Practices and Processes
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      Amabile, T. M. "How to Kill Creativity." Harvard Business Review 76, no. 5 (September–October 1998): 76–87.
      • August 1998 (Revised October 2002)
      • Case

      Harbus Foundation, The

      By: James E. Austin and Linda Carrigan
      Describes the challenges faced by a group of HBS students as they create a foundation. Given surplus funds generated by the student-run newspaper, The Harbus leadership decides to find a meaningful use for the excess cash. Profiles both the entrepreneurial process used... View Details
      Keywords: Business Startups; Decision Choices and Conditions; Asset Management; Financial Institutions; Investment Portfolio; Management Analysis, Tools, and Techniques; Problems and Challenges; Social Enterprise; Valuation; Financial Services Industry
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      Austin, James E., and Linda Carrigan. "Harbus Foundation, The." Harvard Business School Case 399-031, August 1998. (Revised October 2002.)
      • August 1998
      • Case

      HIMSCORP, Inc.

      By: William A. Sahlman, Michael J. Roberts and Laurence E. Katz
      Himscorp is an industry consolidation of records storage companies providing management and retrieval services of active medical records to healthcare institutions. Kent Dauten, a former general partner at Madison Dearborn Partners with 15 years of venture capital and... View Details
      Keywords: Value Creation; Initial Public Offering; Business Exit or Shutdown; Business Growth and Maturation; Decision Choices and Conditions; Consolidation; Information Industry
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      Sahlman, William A., Michael J. Roberts, and Laurence E. Katz. "HIMSCORP, Inc." Harvard Business School Case 899-021, August 1998.
      • August 1998 (Revised February 1999)
      • Case

      Product Development at Dell Computer Corporation

      By: Stefan H. Thomke, Vish V. Krishnan and Ashok Nimgade
      Describes how Dell redesigned its new product development process after experiencing a major product setback and a significant decline in firm profits in 1993. Dell's new process is challenged during the development of a new line of portable computers when the incoming... View Details
      Keywords: Cost vs Benefits; Profit; Managerial Roles; Risk Management; Product Development; Business Processes; Problems and Challenges; Risk and Uncertainty; Hardware; Computer Industry
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      Thomke, Stefan H., Vish V. Krishnan, and Ashok Nimgade. "Product Development at Dell Computer Corporation." Harvard Business School Case 699-010, August 1998. (Revised February 1999.)
      • July 1998 (Revised April 2002)
      • Case

      Tobacco Negotiations

      By: Michael A. Wheeler and Georgia Levenson
      Chronicles the negotiation of the proposed national settlement between the states and the five major U.S. tobacco companies. View Details
      Keywords: Negotiation Types; Negotiation Process; Business and Government Relations; Consumer Products Industry; United States
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      Wheeler, Michael A., and Georgia Levenson. "Tobacco Negotiations." Harvard Business School Case 899-049, July 1998. (Revised April 2002.)
      • April 1998 (Revised June 1999)
      • Case

      Bausch & Lomb, Inc.: Pressure to Perform

      By: Robert L. Simons, Alex C. Sapir '97 and Indra Reinbergs
      Bausch & Lomb is the subject of press attacks and experiences a sharp fall in stock price when management practices are exposed. Aggressive goal setting, supported by financial market expectations, is discussed as a precursor to a series of events that results in... View Details
      Keywords: Performance Expectations; Management Practices and Processes; Ethics; Financial Markets; Financial Statements; Business and Shareholder Relations
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      Simons, Robert L., Alex C. Sapir '97, and Indra Reinbergs. "Bausch & Lomb, Inc.: Pressure to Perform." Harvard Business School Case 198-009, April 1998. (Revised June 1999.)
      • March 1998 (Revised November 2004)
      • Case

      FAG Kugelfischer-A German Restructuring

      By: Stuart C. Gilson
      A large German manufacturer of ball bearings and precision machinery experiences severe financial difficulty brought on by poor management practices, an ill-conceived acquisition of a former East German ball-bearings company, and an industry recession. The company... View Details
      Keywords: Accounting; Acquisition; Restructuring; Economic Slowdown and Stagnation; Machinery and Machining; Policy; Resignation and Termination; Management Practices and Processes; Performance Evaluation; Business and Shareholder Relations; Business and Stakeholder Relations; Europe; Germany; United States
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      Gilson, Stuart C. "FAG Kugelfischer-A German Restructuring." Harvard Business School Case 298-046, March 1998. (Revised November 2004.)
      • March 1998 (Revised December 1998)
      • Case

      BCI Growth III: May 1993

      By: Josh Lerner
      A Vermont solid-waste company seeks mezzanine financing to finance its strategy of acquiring and consolidating local competitors. The mezzanine private equity group must decide whether this investment offers an attractive risk-return tradeoff. View Details
      Keywords: Private Equity; Business Growth and Maturation; Consolidation; Wastes and Waste Processing; Acquisition; Service Industry; Vermont
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      Lerner, Josh. "BCI Growth III: May 1993." Harvard Business School Case 298-093, March 1998. (Revised December 1998.)
      • March 1998 (Revised June 1998)
      • Case

      BCI Growth III: November 1993

      By: Josh Lerner
      Supplements BCI Growth III: May 1993. View Details
      Keywords: Private Equity; Business Growth and Maturation; Consolidation; Acquisition; Wastes and Waste Processing; Service Industry; United States
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      Lerner, Josh. "BCI Growth III: November 1993." Harvard Business School Case 298-103, March 1998. (Revised June 1998.)
      • March 1998
      • Case

      Bumper Acquisition (A1), A: Confidential Information for Thermo-Impact, Inc.

      By: James K. Sebenius and David T. Kotchen
      Located in Mundelein, IL, Thermo-Impact, Inc. is a rapidly growing, private firm that manufactures automotive bumpers. In 1995, a number of large automotive supply companies and a private equity investment firm offer to buy Thermo-Impact. The cases in this series focus... View Details
      Keywords: Private Equity; Valuation; Negotiation Participants; Decision Making; Negotiation Process; Entrepreneurship; Negotiation Offer; Acquisition; Manufacturing Industry; Auto Industry; Illinois
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      Sebenius, James K., and David T. Kotchen. "Bumper Acquisition (A1), A: Confidential Information for Thermo-Impact, Inc." Harvard Business School Case 898-198, March 1998.
      • March 1998
      • Case

      Bumper Acquisition (A2), A: Confidential Information for Medallion Capital, Inc.

      By: James K. Sebenius and David T. Kotchen
      Located in Mundelein, IL, Thermo-Impact, Inc. is a rapidly growing, private firm that manufactures automotive bumpers. In 1995, a number of large automotive supply companies and a private equity investment firm offer to buy Thermo-Impact. The cases in this series focus... View Details
      Keywords: Private Equity; Valuation; Negotiation Participants; Decision Making; Negotiation Process; Entrepreneurship; Negotiation Offer; Acquisition; Manufacturing Industry; Auto Industry; Illinois
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      Sebenius, James K., and David T. Kotchen. "Bumper Acquisition (A2), A: Confidential Information for Medallion Capital, Inc." Harvard Business School Case 898-199, March 1998.
      • March 1998 (Revised August 2000)
      • Case

      Bumper Acquisition (C), A

      By: James K. Sebenius and David T. Kotchen
      Carries the negotiation between Thermo-Impact and Medallion Capital through October 1996. The companies began talks in 1995 when Medallion offered to buy Thermo-Impact. Students view developments from the perspective of Thermo-Impact's owners and must make decisions... View Details
      Keywords: Decisions; Negotiation Process; Negotiation Participants; Entrepreneurship; Acquisition; Manufacturing Industry; Auto Industry; Illinois
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      Sebenius, James K., and David T. Kotchen. "Bumper Acquisition (C), A." Harvard Business School Case 898-201, March 1998. (Revised August 2000.)
      • March 1998 (Revised March 1999)
      • Case

      Dell Online

      By: V. Kasturi Rangan and Marie Bell
      Dell started online commerce for its PCs in 1996, and by 1997 had achieved a sales rate of $3 million a day. The case describes the internal process that led to these dramatic results and poses the question of how the firm should leverage this activity to meet Michael... View Details
      Keywords: Consumer Behavior; Market Transactions; Goals and Objectives; Business Processes; Distribution Channels; Internet and the Web; Information Infrastructure; Competitive Advantage; Computer Industry; Retail Industry
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      Rangan, V. Kasturi, and Marie Bell. "Dell Online." Harvard Business School Case 598-116, March 1998. (Revised March 1999.)
      • January 1998 (Revised February 1998)
      • Case

      Timberjack Parts: Packaged Software Selection Project

      By: F. Warren McFarlan, Mark Keil and Darryl S. Romanow
      This case provides a realistic, current, and detailed view of software procurement in an international business environment where the competition in enterprise-wide software solutions is growing. Focuses on the selection of packaged software to serve multiple sites... View Details
      Keywords: Applications and Software; Information Technology; Analytics and Data Science; Multinational Firms and Management; Operations; Management Practices and Processes; Computer Industry; Information Technology Industry
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      McFarlan, F. Warren, Mark Keil, and Darryl S. Romanow. "Timberjack Parts: Packaged Software Selection Project." Harvard Business School Case 398-085, January 1998. (Revised February 1998.)
      • January 1998 (Revised February 2006)
      • Background Note

      Creating Competitive Advantage

      By: Pankaj Ghemawat and Jan W. Rivkin
      A firm such as Schering-Plough that earns superior, long-run financial returns within its industry is said to enjoy a competitive advantage over its rivals. This note examines the logic of how firms create competitive advantage. It emphasizes two themes: First, to... View Details
      Keywords: Competitive Advantage; Competitive Strategy; Management; Business Strategy; Growth and Development Strategy; Innovation Strategy; Management Practices and Processes; Value Creation; Pharmaceutical Industry
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      Ghemawat, Pankaj, and Jan W. Rivkin. "Creating Competitive Advantage." Harvard Business School Background Note 798-062, January 1998. (Revised February 2006.)
      • January 1998 (Revised February 2002)
      • Case

      Funai Consulting Company, Ltd. (A)

      By: Lynn S. Paine and Tomoya Nakamura
      In the summer of 1997, a consultant at Japan's Funai Consulting Co. Ltd., must decide how to respond to a client's proposal to offer "open pricing" (based on willingness to pay) to customers unable to pay the standard price for the client's product. The client, Akita... View Details
      Keywords: Business or Company Management; Price; Corporate Social Responsibility and Impact; Decisions; Agribusiness; Management Practices and Processes; Business Ventures; Consulting Industry; Japan
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      Paine, Lynn S., and Tomoya Nakamura. "Funai Consulting Company, Ltd. (A)." Harvard Business School Case 398-017, January 1998. (Revised February 2002.)
      • November 1997 (Revised December 2000)
      • Case

      Corn Products International, Inc.

      By: Ray A. Goldberg and Tom Clay
      A firm that started in corn processing and moved up the value-added food chain decides to spin-off the original commodity part of the business. How does the new spin-off survive and how does it develop a strategy? Firms in the food system are separating out their... View Details
      Keywords: Transformation; Growth and Development Strategy; Brands and Branding; Marketing Strategy; Product Development; Service Delivery; Vertical Integration; Food and Beverage Industry
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      Goldberg, Ray A., and Tom Clay. "Corn Products International, Inc." Harvard Business School Case 598-051, November 1997. (Revised December 2000.)
      • November 1997 (Revised June 1999)
      • Teaching Note

      Becton Dickinson: Designing the New Strategic, Operational, and Financial Planning Process TN

      By: Robert L. Simons and Antonio Davila
      Teaching Note for (9-197-014). View Details
      Keywords: Business Strategy; Planning; Finance
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      Simons, Robert L., and Antonio Davila. "Becton Dickinson: Designing the New Strategic, Operational, and Financial Planning Process TN." Harvard Business School Teaching Note 198-034, November 1997. (Revised June 1999.)
      • October 1997 (Revised April 1998)
      • Case

      C-Car

      By: V. Kasturi Rangan and Marie Bell
      C-Car was the first automobile retailer in the United States to go public. Subsequently the owner, Mr. Gilliland, must decide how to invest the capital raised from the public ownership. This case describes in detail C-Car's highly profitable strategy of managing its... View Details
      Keywords: Business Model; Cost vs Benefits; Management Practices and Processes; Profit; Acquisition; Business Strategy; Public Ownership; Auto Industry; Retail Industry
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      Rangan, V. Kasturi, and Marie Bell. "C-Car." Harvard Business School Case 598-064, October 1997. (Revised April 1998.)
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